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Basic
Meaning of HRM
HRM is the process of acquiring, training, appraising, compensating employees, attending labour relations, health and safety and fairness concern. The policies and practices involved in carrying out the people or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising.
People offer skills and capabilities that help execute firms strategies Align HR plans to business plans Convert adverse situation into an opportunity Organisational designs HR executive is becoming an effective change agent Types of change: Initiative change Process change Cultural change
Evolution of HRM
Time Period Contributors Early Theories Industrial Adam Smith Revolution Charles Babbage Classical Era Management Scientific F. W. Taylor Henry Fayol Max Weber Elton Mayo Abraham Maslow Douglas McGregor
Evolution of HRM
Time period
1920 1930s 1940 1960s
Status
Clerical Administrative
Managerial Executive
Human Capital
Scope/Subsystems of HRM
Job analysis HR planning & recruitment Employees testing & selection Training and development Performance management system Career development & Motivation Compensation & Remuneration Industrial relations Labour legislations
Line manager
A manager who is authorized to direct the work of subordinates and is responsible for accomplishing the organizations tasks.
Staff manager
Customer Harmonisation
Contd
Dimensions Managerial task Initiatives Speed of decision Management role Communication Prized management skill Selection Pay PM Monitoring Piecemeal Slow Transactional Indirect Negotiation
Separate
Contd
Dimensions PM Focus of attention Personnel for interventions procedures HRM Wide ranging cultural, structural & personnel strategies Respect for Labour is treated as People are treated employees a tool which is as assets rather than expendable & liabilities replaceable Shared interests Interest of the Mutuality of organisation are interest uppermost
Contd
Dimensions Labour management PM Collectivebargaining contracts Job categories & Many grades Job design Division of labour Conflict handling Reach temporary truce T&D Controlled access to courses HRM Individual contracts
Few Team work Manage climate & culture Learning companies
Contd
Dimensions Evolution PM Precedes HRM HRM Latest in the evolution followed by HC Internal Organic Bottom up Decentralised
Functional
Contd
Objectives
Organisational
Functions
HRP Employee relations Selection T&D Appraisal Placement Assessment T&D Appraisal Placement Compensation Assessment
Personal
A line function
The HR manager directs the activities of the people in his or her own department and in related service areas (like the plant cafeteria).
A coordinative function
HR managers also coordinate personnel activities, a duty often referred to as functional control. Assisting and advising line managers is the heart of the HR managers job.
Employees are treated more like investors of their own capital. HCM recognizes that people are investors of their personal human capital and this provides the main source of value for an organisation.
Evolutionary Emphasis Outcomes of people management Assumptions about environment, organisations and people management People management activities Measurement Reporting
External Internal
External
Internal
Strategy, task & leadership Unions Organisational culture & conflict Professional bodies
Technological Cultural
HR Metrics
HR Metrics provide a number of factors that can be measured to show how HR contributes to the business. Factors
The HR Scorecard
Shows the quantitative standards, or metrics the firm uses to measure HR activities. Measures the employee behaviors resulting from these activities.
Measures the strategically relevant organizational outcomes of those employee behaviours.
New Proficiencies
Learning proficiencies
Equal employment laws Occupational safety and health laws Labor laws